The Pattern Problem
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These are the slides from my talk at Google Firestarters on 5th September 2017 in London. It's about two tools in particular we use at Smithery (www.smithery.com) to break the patterns that we find can emerge and strangle how people approach their work. The content is a compressed version of some of the material from the Innovation & Future Thinking course I led at IED in Barcelona this summer.
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The Pattern Problem
- 1. The Pattern Problem Google Firestarters, September 2017 John V Willshire / @willsh
- 2. SMITHERY
- 3. Strategic Design bridges disciplines and departments, roles and responsibilities. It is concerned with the factors around a thing, not just the thing itself.
- 4. 2011
- 8. IED Innovation & Future Thinking Barcelona, 17th-29th July 2017 summer course
- 9. let's start with thisā¦
- 11. If you stare long enough, you see how it works http://www.vernissage.tv
- 12. If you stare long enough, you see how it works
- 14. What are the underlying mechanics?
- 15. Mechanics: What happens to things when things happen to them?
- 18. Letās go back to September 2011ā¦
- 19. What can planning learn from design thinking? ā ā
- 20. āCompanies were comfortable and welcoming to Design Thinking because it was packaged as a process.ā Bruce Nussbaum, āDesign Thinking is a Failed Experimentā, 2011
- 21. We donāt need another process
- 22. BACK TO THE PRESENTā¦
- 24. Double Diamond, British Design Council
- 25. time
- 26. Linear processes are built for comfort
- 27. The āroadmapā is complicit dishonesty
- 31. manoeuvrability > speed ?
- 33. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control REPEAT
- 34. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control New information about changing environment Form a hypothesis Test itā¦ REPEAT
- 35. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control How do you orient yourself?
- 36. Orient To align yourself with relation to surroundings, circumstances, and facts
- 37. New information Analysis & synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD
- 38. New information Analysis & synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD PRESENT} PATTERNS}
- 39. The pattern problem An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 40. We canāt get caught waiting for things to happen again
- 41. So how do you break patterns?
- 43. Bruce Lee āThe highest technique is to have no techniqueā
- 44. Jeet Kune Do
- 45. Bruce Lee āit is just a name used, a boat to get one across, and once across it is to be discarded and not to be carried on one's backā
- 48. Charlie Munger āEighty or ninety important models will carry about 90% of the freight in making you a worldlyāwise person.ā
- 49. Loops help (re)make our models in response to reality
- 51. If loops are the behaviour, layers are the environment
- 52. but this yearā¦
- 56. Stewart Brand āThe quick processes provide originality and challenge, while the slow provide continuity and restraintā
- 61. THE GEARBOX
- 62. THE GEARBOX
- 63. SLOWFAST PEOPLE
- 64. SLOWFAST PEOPLE FRIENDS FAMILY KIDS TEAM FUNDRAISERS PARTIES PARENT HELPERS COMMUNITY PROGRAMMES LOCAL TEAMS HERITAGE OFFICIAL LEAGUES GRASSROOTS MATCH OFFICIALS GOVERNING BODIES TOURNAMENT INTERNATIONAL TEAMS EUROPEAN COMPETITION SUPPORTERS CLUBS TELEVISION COVERAGE
- 65. SLOWFAST SPACE
- 66. SLOWFAST SPACE GRAFFITI CHALKING FLYPOSTING STREET ART STICKERS ADVERTISING PUBLIC NOTICE BOARDS SHOP SIGNS STREET SIGNS COUNCIL NOTICES TRAFFIC DIVERSIONS FOUNTAINS MOSAICS PUBLIC AMENITIES MURALS SCULPTURES STREET FURNITURE
- 68. - Stewart Brand āAll durable, dynamic systems have this sort of structure; itās what makes them dynamic and robustā
- 71. What happens when a gear jumps?
- 72. small, nimble groups of people vs. slow, regulated, built-up space
- 74. instant changes in the space vs. large groups of people with shared understanding
- 75. āa baby-step to virtual realityā New York Times
- 76. I PROMISE YOU, THIS IS RESEARCH
- 80. @willsh What is āhereā? pic: Aiko Graywolfe
- 82. Is the PokƩmon really here?
- 83. If it isnāt over hereā¦
- 85. It must be here
- 86. Pokemon Go āmobā, July 20th, San Francisco Photo: NYT TEMPORARY SPATIAL SHOCKS
- 87. @willsh
- 89. āIt makes it harder to live hereā
- 90. virtual layer
- 93. Gamers PokƩmon Public parks Fashion fans Ltd editions Shopping malls Patients NHS Doctors Surgeries Self-driving cars Cheap fuel Village petrol station Violent mobs Suppression Polling stations
- 94. All environments now change faster than our processes can allow forā¦ dynam ic and robust ā¦we canāt aļ¬ord to get stuck in patterns
- 95. How do we design tools that break patterns? An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 96. āThe blacksmith makes his own toolsā Daniel Dennett
- 97. THE OBLIQUISCOPE
- 99. THE OBLIQUISCOPE Donāt look at what youāre looking at
- 100. WHO WHAT Culture, Individuals, Groups What are they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on?
- 101. SLO W ER FASTER WHO WHAT Culture, Individuals, Groups What are they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on? What happens in ļ¬ve years time? What have the last 24 hours been like? In the long run, how is this sustainable? Step by step, how does this work?
- 102. SLO W ER FASTER WHO WHAT Sketch the momentary interactionā¦ Write the 5th anniversary press releaseā¦ Map the supply chainā¦ Evaluate long-term sustainabilityā¦ Analyse population trends by locationā¦ Sort through user complaintsā¦ Empathy mappingā¦ Prototype new supporting serviceā¦
- 103. SLO W ER FASTER WHO WHAT ā¦using LEGO bricks ā¦for a news organisation that doesnāt exist yet ā¦using metaphorical territorial features ā¦as if you are a UN working group ā¦as if this is a long dead civilisation at the turning point ā¦as a card game ā¦using LEGO miniļ¬gs ā¦as if you are a parasitic start-up
- 107. The fox is the master of adaptability
- 110. åē
- 111. SLOWFAST PEOPLE SLOWFAST SPACE If loops are the behaviour, layers are the environmentā¦
- 113. people space MATERIALISM: āall things, including mental things and consciousness, are results of material interactions.ā IDEALISM: āreality as we know it is fundamentally mental, mentally constructed, or otherwise immaterialā actions, interactions, conversationsā¦ objects, environments, systemsā¦
- 114. people space MATERIALISM: āall things, including mental things and consciousness, are results of material interactions.ā IDEALISM: āreality as we know it is fundamentally mental, mentally constructed, or otherwise immaterialā actions, interactions, conversationsā¦ objects, environments, systemsā¦ Sometimes itās this. Sometimes itās this.
- 116. p s
- 117. Team
- 118. Team Qualitative
- 121. Sketch
- 122. Sketch Scaļ¬old
- 125. p s
- 126. p s Improve? Share?
- 127. p s
- 128. Time is an output, not an inputā¦ p s
- 129. If loops are the behaviour, layers are the environment
- 131. p s 1. OBSERVE 2. ORIENT 3. DECIDE 4. ACT 2 3 4 1
- 135. P S
- 138. The best way to learn is to play
- 139. Describe Five Pivotal Moments
- 140. p s
- 141. (FIVE MORE SLIDES TILL BEER) SO, TO CONCLUDEā¦
- 142. Make your own tools to break the pattern problemā¦ An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 143. Tools which naturally reinvent themselves WHO WHAT WHO WHAT WHO WHAT
- 145. Bruce Lee āSet patterns, incapable of adaptability, of pliability, oļ¬er only a better cage. Truth is outside of all patternsā
- 146. Thank you John V Willshire john@smithery.com @willsh smithery.com artefactshop.com